The BOSI Entrepreneurial Gene

I believe I have mentioned before that I quite enjoy the seminars and networking mornings organised by Swedbank Business Network, and I attend them from time to time. This one was not a morning but an autumnal afternoon, whose main topic was the BOSI theory, based on four entrepreneurial gene types. The speaker was Jānis Skrūzkalns, lead specialist at Academia.

The BOSI principle is based on the theory of American businessman and marketing guru Joe Abraham about the decision-making model of any aspiring or established entrepreneur - a model that fundamentally shapes the business being built or already built. In a seminar of just under two hours, these four basic entrepreneurial gene types were outlined: Builder (B), Opportunist (O), Specialist (S), Innovator (I).

Before the seminar, everyone who signed up could take an online test to identify their entrepreneurial gene type and then learn more about it in person. Take the test here >>>  Furthermore, the test results suggested that there is one dominant gene and one secondary one - at least that was the case for me.

Research shows that the most common entrepreneurial gene in Latvia is S - the Specialist (~60%), followed by I - Innovators (~22%), and Builders and Opportunists at 9% each. The first two can be distinguished by the fact that they operate in one specific sector - within their defined field they are either experts or creators of a unique product. Builders and Opportunists, by contrast, roam across many sectors. This kind of statistic may also be a reflection of the fact that our country is home mainly to small and medium-sized enterprises.

What follows is a brief overview of each entrepreneurial gene type, from the seminar notes.

Builder

The Builder is interested in large things. He has a clear vision, knows at least five years ahead. He runs very large companies with multiple branches or subsidiaries. Turnover in the millions. If you want to sell something to someone with this gene, answer the question: how will your offer help to expand his business?

He likes to keep a firm hand on everything and monitor execution. If the business isn't growing, he considers his subordinates and employees to blame - too lazy and short-sighted. The Builder has no trouble dismissing any employee, because he does not form close bonds or relationships with them. Working for a Builder is safe and stable - everything is perfectly organised, discipline prevails - but not everyone can put up with the given order and unconditional subordination, which is why employees don't stay long: there is quite high turnover despite good pay.

The typical Builder's office: a large, solid desk, in front of which sits a small chair where the visitor is placed - to make them feel less important. Moreover, the Builder likes to provoke with various unusual questions and then watch to see whether the other person will handle the situation or become confused and frightened. In the latter case - it's over. They have not earned his respect.

The Builder is a "pine-tree sitter" (this comparison made a firm impression) - one who looks at everything from above. Problems for him can be caused by internal company culture, human resources issues; attention should also be paid to team evaluation and leadership development.

Opportunist

He thinks just as broadly, but not in terms of size - rather in terms of money and profit (and fast profit at that). He often has several businesses running simultaneously. Where it might take the Builder a couple of years to establish a business, the Opportunist will do it within a year, possibly sell it, and immediately move on to the next one.

The Opportunist is fairly impulsive, which means his financial position is unstable - at times he is riding high, at other times he is unable to pay supplier invoices on time. His problem is the inability to focus or to develop a long-term strategy.

They are excellent promoters of ideas (not creators), good salespeople and fundraisers. They possess irrepressible optimism and the ability to get fired up about an idea in which they see potential. The opportunity to earn large bonuses motivates them more than a reliably good income - the latter can even be demotivating, causing them to lose interest.

Specialist

What matters most to him is personal income - what will my salary be when I become a successful entrepreneur? Once the planned level is reached, he often lapses into stagnation, afraid of losing what he has achieved.

He is an industry expert, and his reputation is of great importance to him. He builds his business on quality goods or service, a fair price, and positive client feedback. The last of these is the Specialist's hobby horse. The walls of his office are covered with diplomas, recommendations, awards, and letters of thanks.

Even when buying something himself, the Specialist bases his decision on reputation first, then cost, and only after that profit. By nature methodical and analytical. Typically works within his own business every day, as an employee himself.

Here comes the comparison with a passionate mushroom-picker who constantly fills his baskets without lifting his eyes from the ground, while the Builder sits up in the pine tree. It seems that alongside the diplomas on the wall, the Specialist should frame a resolution: "Climb up into the pine tree at least once a month!"

The main mistake I identified from the presentation: the Specialist must not take it upon himself to do everything personally, driven by the conviction that no one else will do it as well as he can. He needs to think about self-promotion, outsourced marketing activities to attract clients, and time to lift his eyes from the work and focus on planning, growth, and vision.

Innovator

What matters most to him is to leave an impression, to have an impact on society. Mission awareness is dominant - not money or status, let alone the size of the business. Uniqueness, quality, and usefulness.

The Innovator needs the hearts of both clients and employees, nothing less. He may hire a person based solely on the principle of whether their eyes light up when they speak about this product, idea, or project. He often works alongside family members who also burn with passion for a shared idea.

His weak point: business management, cash flow, reporting. Money comes to the Innovator from people who notice his brilliant idea or unique product and are ready to invest in it.

At the seminar break, I liked the task Jānis set: among all those present during the coffee break, find at least one representative of each entrepreneurial gene type and exchange contact details. As it turned out, the Specialists and Innovators instinctively gathered at one table, the Opportunist came over on his own, but the Builder had to be sought out - by wandering over to another table. Probably quite similar to how it works in business. ;)